Author: John Salter & Associates Consulting Services

John Salter - specialising in the facilitation of risk-based capability reviews; needs-based training; business continuity planning; crisis management exercises; and organisational debriefing. Recognised for “preventing disasters, or where that is not possible, reducing the potential for harm” Ref: Barrister H Selby, Inquest Handbook, 1998. Distracted by golf, camping, fishing, reading, red wine, movies and theatre.

Framework for Evidence Assessment

📈 Assessment Criteria and Evidence by Process Category 1.1 Strategic Alignment· Evidence to Seek: Documented strategic plans, cascaded department/team objectives, communication materials.· Sufficient Evidence: A high-quality strategy map or objective tree showing a clear, logical cascade from vision to actionable team goals (Moderate). Validation through employee surveys showing >80% understanding of how their work contributes… Read More

Universal Process Classification Framework

These categories represent the highest-level view of an end-to-end enterprise. The assessment criteria are key performance indicators (KPIs) that organizations typically use to measure the effectiveness, efficiency, and output quality of each process category. Key Application: This framework allows organizations to map their processes, identify gaps, and benchmark performance against industry standards using these common… Read More

Miller’s 7 + or – 2 and Simon’s Bounded Rationality

We structure our approach to Gap Analysis mindful of two of the most foundational ideas in cognitive psychology and behavioral economics. Here’s a breakdown of how Miller’s “Magical Number Seven, Plus or Minus Two” relates to and helped shape the theory of Bounded Rationality. 1. Miller’s Law (1956) · What it is: George A. Miller’s… Read More

Paved with good intentions

This is not the first time we have seen poorly thought through policy end badly. Witness the venture of insulation in roofing being subsidized. Good intent. Poor premising. Worse implementation. Resulting in unqualified installations and fatalities. More recently, one has to question the scenario analysis underpinning the battery subsidization scheme. Was there any? Is so,… Read More

How is AI useful?

“History offers a clear warning that authoritarianism often advances gradually through the subversion of democratic institutions, but it also provides a well-documented playbook for successful opposition, centered on unified pro-democracy coalitions, strategic nonviolent action, and the vigilant defense of institutional norms . Below summarizes the common tactics identified by researchers as part of the modern… Read More

Supporting “good” decisions

Good decision-making is a topic of discussion which ranks as a perennial favorite – across board and dinner tables. Managers, CEOs and Boards frequently reflect “did we get that right”? This begs the question of what does “right” mean? What do “good” decisions look like? The key to good decisions is good decision-making processes. Supporting… Read More

We could … but should we?

In contexts characterized by uncertainty, I am not convinced that AI provides sound solutions. Equally, I’m pretty sure that those dusty plans on your shelf (or in your cupboard) won’t measure up either. A reflection in the International Crisis Management Standard notes that “crises through a combination of their novelty, inherent uncertainty and potential scale… Read More

The heat is on …

No, not the 1980s soundtrack … though that was fun. As we move into summer, we are reminded of a chilling fact. Heat kills more people than other extreme events. The second point worth reflection here is that “natural disasters” are not natural. The extreme event might (or might not) be caused by “nature”, for… Read More

How do you “see“ your organization?

Each lens is useful for different purposes. Our clients find the “systems and processes” lens particularly useful when checking for “bloat” or “waste”. This is worth doing occasionally as organizations can become misshaped or bigger than they need to be. The two most useful approaches which our clients use to address this need are:

Believe it or not – systems, frameworks and capability assessments are still popular.

“Continuous improvement” is a clique – bordering on rhetoric … unless it is embraced within a culture as a worthy assumption. As something worth building on … and with. Management Systems – whether they are about quality, risk or business continuity – all benefit from occassional review to provide assurance that ‘the ship is on… Read More